Yesterday’s Workday Elevate conference in Sydney was excellent. I particularly enjoyed hearing The Right Honourable Dame Jacinda Ardern speak. Across the day, there were two major take-outs for me when thinking about managing complex transformations and tech implementations: Overall, one thing became increasingly clear. The complexity of transformation is no longer primarily technical. It’s coordinating and orchestrating the complexity. Seeing the evolution of Workday’s platform, along with several others I know well, reinforced a new way to think about AI strategy. ...
Continue Reading >> Share >Pragmatic Objectives
A past client asked me recently what’s the one tool I would give a business leader. The answer was easy, craft good objectives. If there’s one thing you can learn to do well to help you manage your business, it’s this. And it’s something every person in your business can learn and benefit from. My client asked me, “why objectives? I mean isn’t that pretty basic and fundamental?” Fundamental, yes. But a well-crafted and conceived objective is far from basic. Here’s why this is...
Continue Reading >> Share >Alignment Is Decided in the Work
Most leaders believe alignment comes from clear direction. As a consequence, they structure tightly around that. Set the strategy. Communicate it well. Reinforce it consistently. And execution should follow. But that’s not what actually drives alignment. Alignment is shaped in the thousands of decisions made when the leader isn’t in the room. And those decisions are not driven by strategy alone. They’re driven by how the strategy is interpreted. Every team is already interpreting your strategy. The question is whether they’re doing it consistently. They understand...
Continue Reading >> Share >The Leadership Gap No One Talks About
You can have a clear strategy and still get inconsistent execution.Because clarity of strategy doesn’t equal clarity of interpretation. Your teams are capable. You’ve seen them deliver. The strategy is understood. This shows up in discussion, in debate, in energy. And then it moves into the business. Your strategy is now in play. Translated to different clients, across products and in each geography where you operate. As teams translate priorities into their own work, decisions begin to diverge. Subtle at first. Then more visible. Managers...
Continue Reading >> Share >Interpretation – Say It Again
You often spot it sitting quietly in a meeting as you listen to others. It starts well, and your encouraged. But it doesn’t come together. The discussion loses focus, drifts somewhere else, and now you must decide whether to step in to bring it back on track. You can have a clear strategy with an aligned leadership team and still see misalignment. Alignment doesn’t break down because people disagree. It breaks down because they’re working from different interpretations of the same results. This is where leaders...
Continue Reading >> Share >The Second Feedback Lens
I recently wrote about how leaders create learning through feedback. This matters. But it’s incomplete. It focuses on what leaders give, not what they receive. Every strategy is already giving you feedback. The question is whether you can see it. Strategy is a hypothesis. It assumes that if we take certain actions, we will achieve a desired outcome. The results tell us if that assumption is correct. Continue. Adjust. Or change course. That’s feedback. Every result in your business is...
Continue Reading >> Share >The Drift You Don’t See
Drift doesn’t happen because people are off track. It happens because good people are making rational decisions without a clear reference point for the work. You’ve already done the hard leadership work. You have a clear strategy. It’s been shaped by your leadership team, communicated across the organisation, and understood by capable people who are energised to deliver. And yet, over time, execution drifts. Not in one moment. You’d see that. It happens gradually. Like a game of telephone, everyone...
Continue Reading >> Share >Don’t Just Hit Your Sales Target. Smash It.
One of my clients didn’t just hit their sales target. One of their national accounts exceeded it by more than 30%. Not in a high-growth market. In a mature, highly competitive one, where power sits firmly with the buyer and every day is a test of relevance and value. So what changed? They stopped asking, “How do we push harder?” and started asking, “how do we execute better?” They had already invested time in their positioning and go-to-market strategy. The opportunity was...
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